Description
For nearly two decades, emerging markets have been a primary source of growth in the world economy. They have become more international and compete more extensively with companies in developed countries. For these reasons, an understanding of managing businesses in emerging markets is a fundamental skill for competing in the twenty-first century. The Oxford Handbook of Management in Emerging Markets identifies key elements of the business systems and competition in emerging markets around the world, and then looks at competitive strategies of companies going into and coming out of these countries. While business is business, the handbook's focus is on how management differs depending on the different environmental characteristics in emerging markets, such as the role of the government, the potential weakness of infrastructure, and the skill and innovation bases available locally in emerging markets, among other elements.The volume is organized into five sections. The first section establishes conceptual perspectives for exploring the current business environment in emerging markets. The second section focuses on questions surrounding governance and markets. The third explores multinational enterprises (MNEs) in emerging economies, while the fourth section looks at local firms and emerging market MNEs. The fifth and final section looks at management in emerging markets within specific countries and regions around the world.This handbook is a vital resource for scholars, students, and managers looking to expand into emerging economies by providing comprehensive analyses of functional areas from human resources to finance to marketing, and on issues such as family businesses, state-owned enterprises, and the bottom of the pyramid.
Table of Contents
Part I The Business Environment in Emerging Markets1. Introduction to Managing in Emerging MarketsKlaus E. Meyer and Robert Grosse2. Conceptual Approaches to Managing in Emerging MarketsRobert Grosse and Klaus E. Meyer3. International Business and Emerging Markets in Historical PerspectiveGeoffrey Jones4. Economics, Transitions, and Traps in Emerging MarketsJohn M. Luiz5. Institutional Theory Perspectives on Emerging MarketsTatiana Kostova and Valentina Marano6. Emerging Markets and the International Investment Law and Policy RegimeKarl P. SauvantPart II Markets and Governance7. Financial Decisions, Behavioral Biases, and Governance in Emerging MarketsEmir Hrnjic, David M. Reeb, and Bernard Yeung8. Corporate Governance in Emerging MarketsRuth V. Aguilera and Ilir Haxhi9. Consumer Behavior in Emerging MarketsRaquel Castaño and David Flores10. Examining Base of the Pyramid (BoP) Venture Success through the Mutual Value CARD ApproachKrzysztof Dembek and Nagaraj Sivasubramaniam11. Regulatory Institutions and Multinational Companies in Emerging MarketsFarok Contractor12. Corporate Political Ties in Emerging MarketsPei SunPart III Foreign MNEs in Emerging Markets13. Adjustment of MNE Geographic Market Strategy in Responding to the Rise of Local Competitors in an Emerging MarketJ.T. Li and Zhenzhen Xie14. Global Production Networks, Territoriality, and Political AuthorityStephen J. Kobrin15. Innovation in Emerging MarketsGeorge S. Yip and Shameeen Prashantham16. Human Rights, Emerging Markets, and International BusinessFlorian Wettstein17. Spillovers from FDI in Emerging Market EconomiesSumon Kumar Bhaumik, Nigel Driffield, Meng Song, and Priit Vahter18. Risk Management for Companies Operating in Emerging MarketsDonald LessardPart IV Local Firms and Emerging Market MNEs19. Entrepreneurship in Emerging MarketsSaul Estrin, Tomasz Mickiewicz, Ute Stephan, and Mike Wright20. Innovation and Internationalization of SMEs in Emerging MarketsJohn Child21. Family Business in Emerging MarketsRodrigo Basco22. The Economic and Sociological Approaches to Research on Business Groups in Emerging MarketsChi-Nien Chung and Rose Xiaowei Luo23. State-Owned Multinationals in International CompetitionAldo Musacchio, Felipe Monteiro, and Sergio G. Lazzarini24. Local Firms within Global Value Chains: From Local Assembler to Value PartnerShameeen Prashantham and George S. Yip25. Emerging Market Multinationals in Advanced EconomiesLin Cui and Preet S. Aulakh26. Investments by Emerging-Market Multinationals in Other Emerging MarketsJing Li and Daniel Shapiro27. Human Resource Management in Emerging MarketsDana MinbaevaPart V Managing in Emerging Markets: Countries and Regions28. Managing Multinationals in Brazil: Opportunities and ChallengesJorge Carneiro29. Managing Emerging Markets in RussiaSheila M. Puffer, Daniel J. McCarthy, Ruth C. May, Galina V. Shirokova, and Andrei Panibratov30. How Technology Based Firms from India Deal with Legitimacy Challenges in International MarketsS Raghunath and Jaykumar Padmanabhan31. How Real are the Opportunities for Multinationals in China?Peter J. Williamson and Feng Wan32. Managing in Emerging Markets in Central and Eastern EuropeKálmán Kalotay and Magdolna Sass33. Operating across Levels in the Global Economic Hierarchy: Insights from South Africa's Setting in Wider Africa and the WorldHelena Barnard and Theresa Onaji-Benson34. Management in Southeast Asia: A Business Systems PerspectiveMichael A. Witt
